Strengthening teamwork capability in allied health: implementation of a team development program in a metropolitan health service.

Objective Collaborative practice is critical to optimising patient outcomes in contemporary healthcare settings. Evidence suggests interprofessional learning is an effective way to develop teamwork capabilities, yet these skills are traditionally developed in professional silos, or not at all. This study evaluated the implementation of a team development program, the Team Management Systems (TMS) program, for allied health staff within a large metropolitan health service. Methods A mixed-methods audit-quality improvement study was conducted, using Kirkpatrick's four-level evaluation model to structure evaluation of the program. Semistructured questionnaire and workforce survey data were retrieved immediately, 6 months and 1-2 years after training and applied to each level of the model (Reaction, Learning, Behaviour, Results). Results In all, 886 staff participated in the TMS program from 2014 to 2018. High satisfaction with the program was observed. Knowledge of what constitutes effective teamwork improved significantly (P=0.008) in TMS participants compared with a matched untrained cohort. Participants reported positive behaviour change and continued engagement with TMS principles 6 months after training. Perceived impact of the program on patient and/or organisational outcomes was evident, although less compelling than the changes to knowledge and behaviour. Conclusions The TMS program yielded positive effects on staff satisfaction, knowledge, team dynamics and team behaviours. These findings demonstrate the significant value of such initiatives to enhance the capability and effectiveness of interdisciplinary healthcare teams. What is known about the topic? Complex conditions, increasing comorbidities, specialisation and scarcity of resources mean healthcare workers need to work effectively in teams to achieve quality, safe, person centred patient care. There is some evidence of the effect of teamwork initiatives on knowledge or behaviour in specific clinical specialities, single services or single professions, but limited research is available regarding the effects of teamwork programs across multiple professions, including allied health professions, and on patient and organisational outcomes. What does this paper add? This paper describes the effect of a large-scale teamwork program implemented across multiple professions, including enablers and barriers. It presents outcomes at all four levels of Kirkpatrick's evaluation model, including the less studied behaviour and results levels. What are the implications for practitioners? This paper supports health service leaders to consider developing and implementing interprofessional teamwork programs to foster essential teamwork capabilities. Learning together about teamwork, across professional silos, will lead to collaborative, patient-centred care, which leads to safe, quality patient outcomes.

Research Engagement and Activity in an Allied Health Workforce Insights into Departmental and Organisational Strategies.

OBJECTIVE: Clinical environments that support and encourage research assist the development of research capacity and engagement amongst staff. Unfortunately, little information exists regarding departmental- and organisational-level strategies being used to encourage research capacity building within the allied health (AH) workforce. The current study used a qualitative approach to examine the nature of research engagement and activity occurring across AH departments within a large Australian public hospital and health service. METHODS: Twenty-two AH departments from five sites/services provided details on research capacity building activities within their departments. Responses were aggregated and then examined thematically using an inductive approach. The number of departments reporting content against each theme category or subcategory was analysed descriptively. RESULTS: A culture of research engagement was identified in over 90% of departments, with over 80% producing research outputs. Content analysis identified key strategies being used to (a) stimulate active staff engagement with with/in research, (b) support research activity, and (c) conduct research within networks and partnerships. CONCLUSIONS: AH departments in the current study engaged in multiple strategies to help build the research capacity of their staff. The findings highlight structures, processes, and systems that can be employed by departments at an organisational level to help support AH research capacity building.